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Reframing the university as an emergent organisation: implications for strategic management and leadership in higher education
16 references·0 citing·42 second hop
Reframing the university as an emergent organisation: implications for strategic management and leadership in higher education (2018)Reframing the university as an emergent o…Academy of Management Journal (2013)Academy of Management JournalStrategy-as-Practice: Taking Social Practices Seriously (2012)Strategy-as-Practice: Taking …Academic Capitalism and the New Economy: Markets, State, and Higher Education (2009)Academic Capitalism and the N…Academic Capitalism and the New Economy (2009)Academic Capitalism and the N…Ambidexterity as a dynamic capability: Resolving the innovator's dilemma (2008)Ambidexterity as a dynamic ca…Theory U: Leading from the Future as it Emerges (2007)Theory U: Leading from the Fu…Strategizing: The challenges of a practice perspective (2007)Strategizing: The challenges …Organizations and Organizing: Rational, Natural and Open Systems Perspectives (2006)Organizations and Organizing:…Management as ideology: the case of ‘new managerialism’ in higher education (2005)Management as ideology: the c…Alternative Approaches for Studying Organizational Change (2005)Alternative Approaches for St…On Organizational Becoming: Rethinking Organizational Change (2002)On Organizational Becoming: R…Constructing Organizations: The Example of Public Sector Reform (2000)Constructing Organizations: T…Strategic Management and Organisational Dynamics: The Challenge of Complexity (1999)Strategic Management and Orga…ORGANIZATIONAL CHANGE AND DEVELOPMENT (1999)ORGANIZATIONAL CHANGE AND DEV…Explaining Development and Change in Organizations (1995)Explaining Development and Ch…A Garbage Can Model of Organizational Choice (1972)A Garbage Can Model of Organi…Richard M. Cyert & James G. March, A Behavioral Theory of The Firm, Prentice-Hall, Inc., Englewood Cliffs, New Jersey, 1963, 332 s. (1964)Organizational Information Requirements, Media Richness and Structural Design (1986)A Dynamic Theory of Organizational Knowledge Creation (1994)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)The Social Construction of Reality (1967)Women, Fire, and Dangerous Things (1987)Communities of Practice (1998)Process Studies of Change in Organization and Management: Unveiling Temporality, Activity, and Flow (2013)Sensemaking in Organizations: Taking Stock and Moving Forward (2014)Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal (2018)Organizational Learning: The Contributing Processes and the Literatures (1991)The myopia of learning (1993)Sensemaking in Organizations (1996)Writing Integrative Literature Reviews: Guidelines and Examples (2005)TOWARD A THEORY OF PARADOX: A DYNAMIC EQUILIBRIUM MODEL OF ORGANIZING. (2011)The Social Psychology of Organizations. (1979)Capitalism, Socialism and Democracy (1997)Strategies for Theorizing from Process Data (1999)A Multi‐Dimensional Framework of Organizational Innovation: A Systematic Review of the Literature (2009)Science in Action: How to Follow Scientists and Engineers through Society (1988)The Logic of Practice (1990)Communities of practice learning, meaning, and identity (1999)Strategy‐as‐practice: A review and future directions for the field (2009)What are dynamic capabilities and are they a useful construct in strategic management? (2009)GRASPING THE LOGIC OF PRACTICE: THEORIZING THROUGH PRACTICAL RATIONALITY. (2011)Firm Resources and Sustained Competitive Advantage (1991)Dynamic capabilities and strategic management (1997)Firm resources and sustained competitive advantage (2004)Organizational Ambidexterity: Antecedents, Outcomes, and Moderators (2008)Organizational Ambidexterity: Past, Present, and Future (2013)Thinking about U : Theorizing and testing U ‐ and inverted U ‐shaped relationships in strategy research (2015)The Research University in Transition: The Emerging Global Model (2008)Presumed incompetent: the intersections of race and class for women in academia (2013)Human Capital Theory (2014)Community isomorphism and corporate social action (2007)10 Coordination in Organizations: An Integrative Perspective (2009)Designing and Implementing Cross‐Sector Collaborations: Needed and Challenging (2015)Higher Education and Public Good (2011)If You're So Smart, Why Are You under Surveillance? Universities, Neoliberalism, and New Public Management (2012)Emotional Intelligence, Cognitive Intelligence, and Job Performance (2006)7 Emotion in Organizations (2007)Hidden Connections: The Link Between Board Gender Diversity and Corporate Social Performance (2012)
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References

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  • 2013Academy of Management Journal4,798 cited
  • 1995Explaining Development and Change in Organizations3,759 cited
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  • 2002On Organizational Becoming: Rethinking Organizational Change2,724 cited
  • 2008Ambidexterity as a dynamic capability: Resolving the innovator's dilemma2,429 cited
  • 2009Academic Capitalism and the New Economy2,076 cited
  • 2009Academic Capitalism and the New Economy: Markets, State, and Higher Education2,006 cited
  • 2007Strategizing: The challenges of a practice perspective1,371 cited
  • 2006Organizations and Organizing: Rational, Natural and Open Systems Perspectives1,077 cited
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  • 2005Management as ideology: the case of ‘new managerialism’ in higher education860 cited
  • 2000Constructing Organizations: The Example of Public Sector Reform831 cited
  • 2007Theory U: Leading from the Future as it Emerges731 cited

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  • 2012Strategy-as-Practice: Taking Social Practices Seriously712 cited
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